SKT Terms

• CEOER validates Sub-AMP processes.
• The sub-AMP working group facilitates collaborative planning.
• The Asset Condition Index measures sub-AMP performance.
• Inventory accuracy is a common requirement across all sub-AMPs.
• TNAP (Transportation Network and Airfield Pavements) AMP focuses on Infrastructure Optimization.
• The AMP Job Aid assists in tracking sub-AMP capability.
• Cost per asset is a KPI that evaluates Sub-AMP efficiency.
• TRIRIGA tracks AMP-related labor costs.
• The Comprehensive Asset Management Plan (CAMP) is the key deliverable for prioritizing AMP processes.
• The Sub-AMP working group reviews Sub-AMP progress quarterly.
• The Mechanical Sub-AMP focuses on HVAC systems.
• AMP stands for Activity Management Plan.
• AF Form 1219 documents minor facility maintenance tasks.
• 25% of direct labor hours should be dedicated to PM at the Developing Capability level.
• Strategic Maintenance Management is a critical factor for success in resource-constrained environments like the Ops Fight.
• Enhancement work is classified as “3C” Priority.
• C-FTE stands for Craftsmen full-time equivalents in manpower analysis.
• 60-80% of a facility's life-cycle cost is attributed to operations and maintenance.
• The core capability of the CEOE team is Resource Optimization.

Facility Inventory Qualification Report

• Contains needed updates to facility data such as acquisitions, improvements, or demolitions.

Facility Condition

• A comprehensive evaluation of the physical condition of the facility's key building systems, used to assess current condition and estimate repair/replacement needs.

Facility Condition Index (FCI)

• A lower FCI indicates a better condition
• Indicates the overall condition of a facility by comparing the cost of deferred maintenance, renovation, and repairs to the current replacement value.

Facility Condition Assessment Team

• Coordinates facility condition assessment logistics with the base asset manager and performs quality control before uploading data into the appropriate DOD program of record.

Real Property Changes

• DD Form 1391 is used to request changes to the use of real property.
• The Facility Condition Assessment Team coordinates DD from 1391 compliance with the base Real Property Office.

Facility Identification

• The Standard Facility Identification Number (SFN) Standard assigns Facility Identification Numbers.
• A work task in an Asset Management Plan is the smallest amount of work independently scheduled/assigned to a single shop, typically involving one type of work in a utility segment.
• A service request in an Asset Management Plan is any non-capital request that doesn't extend the life of the existing asset and isn't considered maintenance.
• A facility project consolidates multiple Work tasks and/or service requests into a single effort for economies of scale, involving capital funding.

AFCEC Assessments

• AFCEC conducts condition assessment and facility assessments for built infrastructure like buildings, structures, utilities, and security fences.
• SMS Software helps facilitate condition surveys.
• AFIMS uses the Accountable Property System of Record (APSR) to capture real property records.
• AFIMS manages Transportation Networks, Utilities, Facilities, and Natural Infrastructure.
• Project prioritization at the MAJCOM-A4C level uses base-level prioritization inputs and MAJCOM specific requirements.
• AFIMS captures and tracks funding requirements into projects with detailed estimates.

AFIMS Database

• Key elements include a real property inventory, assessment and work information, a cost database, and a project management module.

Standard Condition Index (SCI)

• Uses Department of Defense standards to rate facilities on a scale of 0 to 100, 100 is new/excellent, 0 is failed/non-functional.
• Facility condition assessments should be conducted every 10 years.
• Cost of repairs should be considered when prioritizing maintenance and repair needs based on facility condition assessment.
• Conducting a facility condition assessment is the first step in developing a comprehensive facility condition database.
• A comprehensive facility condition database should be updated every 5 years.
• The main purpose of identifying potential work items through facility condition assessments is to plan for future repairs and upgrades.
• Periodic 10-year facility condition assessments can benefit a facility by extending its lifespan.
• Higher insurance premiums are one potential consequence of not conducting regular facility condition assessments.
• The industry-standard benchmark for facility condition is the Facility Condition Index (FCI).
• When performing detailed inspections of building systems and components, the main objective is to determine if repairs are needed.
• The facility condition index (FCI) calculates the overall condition of a facility by dividing the total cost of necessary repairs and replacements by the current replacement value of all assets within a facility.
• The ability to track and manage all assets information in one central location is the main benefit of utilizing a facility condition database.
• Detailed inspections on building systems and components should be performed every 10 years.
• The number of occupants is not a factor that impacts the condition of a facility ,
• A facility condition assessment can be used to inform the capital planning process by predicting future maintenance needs.
• Costly emergency repairs are a potential consequence of neglecting preventative maintenance.
• Benchmarking facility performance metrics is the first step in developing standard operating procedures for facility operations and maintenance.
• Comparing against industry standards is the purpose of benchmarking facility performance metrics.

Standard Operating Procedures (SOPs)

• Standard operating procedures should be reviewed and updated every 3 years.
• Facility management policies and procedures should be reviewed every year.
• Conducting a risk assessment should come first in the process of reviewing and updating facility management policies and procedures.
• The Real Property Office has the final authority over facility segmentation and data updates.
• Installations must reassess at least 20% of their square footage annually, which is the annual update requirement for SMS data.
• The Work item Cost Analysis Tool in SMS determines the ROL for work activities.
• Comprehensive validation of asset condition data must occur at least once every 5 years.
• DD Form 1354 & AF Form 123 supports changes to Real property records.
• AFCAMP informs resource allocation and strategic infrastructure planning.
• The Army Corps of Engineers developed SMS for the Air Force.
• Planning is the purpose of the AF comprehensive Asset management plan (AFCAMP).

Built Infrastructure Assessments (BIA)

• The three categories are Facilities, Utilities, & TNAP (transportation network and airfields pavements)

SMS

• SMS provides scenario, trend, and cost analysis at the base level.
• The Sub-AMP manager in SMS ensures data quality and manages the BIAT (Built Infrastructure inspection team).
• SMS helps forecast the best time for maintenance through condition index trend analysis.
• ROI evaluates PM cost effectiveness.
• PM requirements should be loaded into the Sustained Management Systems (SMS) database.
• Establishing a comprehensive inventory of assets is the first step in determining requirements.
• Sustainability is the primary goal of PM.

PM Program

• Includes real property, real property installed equipment (RPIE), and Equipment authorized inventory date (EAID).
• The four levels of PM investment are Standard, Reduced, Minimal, and NO PM.
• The Maintenance History KPI measures CM versus PM ratios.
• Corrective maintenance follows failure.
• 25% is the recommended percentage of labor hours allocated to PM tasks.
• A preventive maintenance task list (MPTL) is a detailed list of tasks required for PM activities.
• Multi-craft assets require synchronization across multiple shops.
• 2A is the work priority code for PM.
• The PM completion rate requirement is 95% per AFI 32-1001.
• PMTLs define tasks.
• The 32 series of AFIs governs PM programs.
• Non-stocked PR supports single task needs.
• Specialized work is excluded from U-Fix-it.
• Pseudo locations should not be used for material issues.
• Quantities must be considered during mission surges.
• Consumption drives adjustments to reorder points.
• Stockout is the result of insufficient stock levels.
• Consumption determines the reorder level.
• Buffer is also known as the safety stock level.
• Min/Mas is the formula for ordering quantities to minimize cost.
• 90 is the minimum maintained stock level based on days.
• Adjustments identifies missing items during inventory.
• 365 is the minimum frequency for inventory actions (days).
• A partial receipt occurs when only part of the ordered items is received and processed.
• The “Five Rights” in procurement are Right Quality, Quantity, Time, Source, and Price.
• Inventory PR = Consumable goods or parts & non-inventory PR = Services or equipment rentals
• AF Form 1297 provides documentation for tools loaned under the U-fix-It program.
• Direct costs = Specific WT & Indirect costs = Future work through shop rate
• Reorder Point (ROP) is the level of inventory at which new orders are placed to avoid stock outlooks.
• Cycle counting involves regular inventory checks to ensure accurate records and prevent fraud, waste, and abuse.
• The most recent update to AFPAM 10-219, Volume 3 was in 2020.
• Section 4 of AFPAM 10-219, volume 3 provides guidance on security controls and requirements.
• Annually, a user should review and acknowledge their role and responsibilities in accordance with AFPAM 10-219, Volume 3.
• The publication Manager is responsible for maintaining and updating the publication.
• Section 4 of AFPAM 10-219, volume 3 provides guidance on conducting risk assessments.
• Annually, is the minimum frequency for reviewing and updating roles and responsibilities according to AFPAM 10-219, Volume 3.
• System Administrator is responsible for providing technical assistance and support for system and application according to AFPAM 10-219, Volume 3.
• First Responders are responsible for conducting Damage Assessments.
• Financial Damage Assessments is NOT a type of Damage assessment.
• Emergency Operations Center is responsible for coordinating Damage Assessments with external agencies.
• Damage Assessments should be conducted as needed during a disaster.
• Providing support to professional firefighters is the primary role of an auxiliary firefighter.
• In addition to visual inspection, magnetometer scanning are techniques that can be used during Explosive Ordnance Disposal (EOR).
• By evacuating the area, auxiliary firefighters can assist in EOR
• Expedient facility and utility repairs should be conducted during an emergency situation.
• Minimizing expenses and costs is NOT a primary goal of Operations & Maintenance (O&M)
• The purpose of follow-on repair is to Fix any issues not addressed during initial O & M.
• After completing expedient repairs during an emergency, conduct a thorough inspection of the entire facility.
• Approving new construction projects for the facility is NOT part of the O & M process.
• Security patrols should be increased every 15 minutes during heightened threat levels.
• Non-essential personnel should remain in designated areas during a curfew.
• Call for backup if a suspicious individual is identified on the installation.
• Base denial procedures should be reviewed and updated every 6 months.
• $2,500 is the maximum dollar threshold for a micro-purchase using a GPC.
• NexGen IT manages work tasks and service contracts.
• Reviewing the Work Task after identifying a recurring contract requirement.
• Notes valid discrepancies with the contactor on the Performance Assessment Report (PAR)
• The COR develops an Independent Government Estimate (IGE) to benchmark contactor bids.
• The Service Contract Manager determines whether the contract requirement is recurring or non-recurring.
• Determine if the requirement is recurring or non-recurring as the first step in identifying service contract requirements.
• The COR completes a Corrective Action Report (CAR) or Contract Discrepancy Report (CDR) if the contactor fails to resolve the issue.
• The COR is responsible for developing a Performance Work Statement.
• The Performance Work Statement (PWS) describes work in terms of required results.
• Payment upon completion of service is associated with non-recurring service contract requirements.
• Mold abatement is an example of a non-recurring service contract.
• Bilateral modifications require agreement from both the contractor and the government, while unilateral are issued by the CO without contractor agreement, typically for administrative changes.